Internal Conflict and Conflict

¶ … narrative form, identify the similarities and differences among the three conflict perspectives.

To do this, create the following two- dimensional matrix: Conflict Perspective Intrapsychic Interpersonal Group to Group Contextual Factor Power Persuasive, problem- solving ability, innovative thinking, applying external forces, seeks conflict resolution, seeks means to improve workplace environment potential (Mcfarland, 2015) Industrious, driven, sound relationship skills, prefers collaborative problem- solving, trusting, can easy enter into conflict, may express emotions and tension readily, friction creating, competitive, although outwardly struggling to attain power, prone to jealousy (Mcfarland, 2015) Absence of individual desire to assume independent responsibility, hard for mediators to ensure individual accountability for task- handling or results (Mcfarland, 2015) Information Capable of working with managing individuals or a group if conflicts of interest arise, has frank views of coworkers' negative and positive qualities, usually concentrates on hostile occurrences, resents others, rejects others' ideas or perspectives, and typically projects unfavorable images upon other people (Mcfarland, 2015) Recognizes personal abilities, conflict may cloud effective information/data handling, processes transfer of information in the group (Mcfarland, 2015) Friction during teamwork, competitiveness normally surfaces with one or several individuals desiring to outshine the rest and endeavoring to take control or emerge leader.

Hard to get individuals to wholly accept responsibility for independent task management, emergence of erroneous assumptions, making it impossible to make the group responsible for any conflict (Mcfarland, 2015) Pressure for resolution Mounting pressures when tight deadlines call for instantaneous resolutions of issues, leads to elevated stress, causes increased discord among people, in addition to internal conflict (within oneself), indicating a pressure priority for moderators who need to apply a resolution, hence, may be regarded as a power platform function (Mcfarland, 2015) Recognizes the need to find a balance in one's ideas and to validate the idea's effect or cause in other people, seeks agreeable equilibrium in coworkers, calls for quick moderator action, or increased pressure to execute resolution systems to enable concord or voluntary acceptance between conflicting parties (Mcfarland, 2015) Generally, agrees to attain common ground, seeks and attains end goal, supports problem resolution in the group, supports overall social group psychology, may occasionally reflect discord in the dynamics transformation medium, for instance, assigning or appointing, competitiveness surfaces commonly during group tasks, in the event of conflict, the mediator must integrate individual dynamics concepts, for instance, thinking, feeling, and acting as a person (Mcfarland, 2015).

Matrix Application The initial augmentation of fixing a summary of individual kinds of perspectives of conflict into the grid will be able to aid mediators in better deciding how they are to deal with different kinds of personalities; what, according to individual groups, is perceived as a positive or negative trait; the tendency of every individual or group with respect to actions or responses when conflict prevails; or how conflict perspectives taken by different individuals in case of discord.

The ability of sectionalizing or brand labeling the personality characteristics of the employees of an organization ought to help employers and mediators.